In the fall of 1998, I traveled from Paris to Tokyo to present a plan to a group of Nissan executives. My goal was to convince them that partnering with Renault was a way for revival. While Nissan had a proud history as a Japanese manufacturing company, it had been suffering a decade of financial losses, and innovation was stagnant. But to the executives' credit, they recognized that those challenges were beyond fixing on their own. They had gone in search of the right partner to help. In the end, they knew - as I did - that Renault was the best partner for the long term.
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